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Summary

Updated with a new Foreword, this insightful guide shows how to solve problems among traditionalists, baby boomers, generation Xers, and Millennials--and how to recruit, retain, motivate, and manage each of them most effectively.

Author Biography

Bady boomer Lynne C. Lancaster earned her stripes as a corporate communication consultant to companies such as Coca-Cola and Pillsbury. Together, Lancaster and Stillman run the Bridgeworks consulting firm Generation Xer David Stillman's work in communications has earned him Worldfest-Houston Medals, the New York Festivals Award, and a Clio Award. Together, Lancaster and Stillman run the Bridgeworks consulting firm

Table of Contents

Authors' Note to the Paperback Edition

v

Acknowledgments

ix

Foreword

xix

Introduction: How This Book Came to Be

xxiii

SECTION I: WHO ARE THE GENERATIONS AND WHY DO THEY COLLIDE?

1

(48)

Generational Turbulence

3

(7)

The Widening Generation Gap At Work

From World War II to the World Wide Web

10

(26)

Traditionalists, Baby Boomers, Generation Xers, and Millennials at Work

The Tie-Dyed Preppy

36

(6)

On the Cusp Between Two Generations

Race, Religion, Gender . . . What Next?

42

(7)

Generational Differences: The Newest Form of Diversity

SECTION II: PUTTING THE GENERATIONS TO WORK

49

(100)

What Do You Want to Be When You Grow Up?

51

(19)

Mapping the Generations' Career Paths

From A Gold Clock to Founders' Stock

70

(27)

Rewarding the Generations

Scoring A Perfect ``10'' on the Balance Beam

97

(25)

What ``Balance'' Means to the Generations

Sitting On A Porch Swing Drinking Metamucil?

122

(19)

How the Generations are Redefining Retirement

Is Fun Really the ``F-Word''?

141

(8)

The Dirt on ``Fun'' at Work

SECTION III: RECRUITING THE GENERATIONS

149

(86)

Finders Keepers

151

(12)

How the Rules of the Recruiting Game Have Changed

Why Would Anyone Want to Work for You?

163

(17)

Creating Employee Value Propositions for the Generations

Ready, Aim, Hire!

180

(19)

Putting Value Propositions to Work

Diamonds in the Rough

199

(16)

Finding New Generations of Employees

Here's Your Boss and Benefits; There's the Bathroom

215

(20)

Orientation Programs and the Generations

SECTION IV: RETAINING AND MANAGING THE GENERATIONS

235

(94)

The Solid Oak Door Has Become A Revolving One

237

(16)

Retaining the Generations

Is No News Really Good News?

253

(22)

Giving and Receiving Feedback

The School Bell is Ringing More Loudly Than Ever

275

(22)

Training the Generations

``I Once Diapered Somebody Who's Now My Boss's Age''

297

(11)

When Generation X is the Manager

Minding Your Generational Ps and Qs

308

(11)

Language, Etiquette, and the Generations

Connecting Over the Kung Pao

319

(10)

How the Generations are Reinventing Diversity

SECTION V: WHERE DO WE GO FROM HERE?

329

(8)

Are We There Yet?

331

(6)

The Future of the Generations at Work

Bibliography

337

(2)

Index

339

(14)

Readers' Guide

353

Excerpts

When Generations CollideWho They Are. Why They Clash. How to Solve the Generational Puzzle at Work

Chapter One

Generational Turbulence

The Widening Generation Gap at Work

"You two do that for a living?" asked David's seatmate with a disapproving raise of the eyebrow.

Lynne observed David's reaction from across the aisle and hoped he wouldn't say something flippant. However, recognizing that this was a 3 1/2-hour flight and we had just leveled off, David settled down and took a deep, cleansing breath.

The man's name was Paul. He was a craggy, sixty-five-year-old Traditionalist and the CEO of a national warehousing and distribution company. He liked the aisle seat, a vodka and tonic with no ice, and an extra pillow. He was probably wondering what two upstarts like us were doing in first class, but he was too polite to let on. Instead, he kept probing.

"So tell me, what exactly does a 'generational expert' do?" he asked with a patronizing but unmistakably curious tone.

Lynne jumped in: "We help employers and employees understand the differences among the generations, and we coach them in how to recruit, motivate, manage, and retain the generations more effectively."

As Paul pondered this information, we wondered if he, like so many successful leaders, had ever thought about "generational differences" as one of the fundamental reasons American companies are experiencing hiring challenges, skyrocketing turnover rates, increasing communication conundrums, and plummeting morale. Had he ever recognized that clashes among Traditionalists, Baby Boomers, Generation Xers, and Millennials at work could take a direct toll on his bottom line?

Paul fixed David with a thoughtful gaze. "When I was young, I didn't see eye to eye with my dad. Now my son's in the business and we butt heads all the time. Haven't there always been generational conflicts in the workplace?"

"Sure," David responded. "The generations have always clashed. But the generation gaps in the workplace today are wider than ever and of greater strategic importance. Think about it. Americans are living and working longer. The average life expectancy at birth in the year 1900 was forty-seven. Today it's closing in on eighty. Suddenly, four generations are facing off across the conference table instead of just one or two."

"Okay," Paul replied, "but what's the problem? As I see it, more generations mean more available workers."

"That's a good point," David responded. "But what most people overlook is that each generation brings its own set of values, beliefs, life experiences, and attitudes to the workplace, and that can be the problem. Take your generation, the Traditionalists. You grew up under the shadow of the Great Depression and felt lucky to have jobs. If we have learned one thing in our research, it is just how strong Traditionalists' beliefs are when it comes to patriotism, hard work, and respect for leaders, among other values they bring to the workplace."

Paul nodded.

"Now, compare that to my generation," David continued.

Paul eyed David's T-shirt and parachute pants "travel ensemble." "Hmm, and exactly what generation would that be?" he queried with a raised eyebrow.

"Generation X," David responded proudly. "We grew up seeing too many businesses downsize or merge, and we learned that the last thing we could trust was the permanence of the workplace. Let's face it, by the time we hit the job market, the employer-employee contract was already out the window and Social Security was headed down the toilet. And it sure didn't help that we've always been told we would never do as well as our parents had. As a result, we need to be recruited, rewarded, and managed differently from your generation if you hope to make us a contributing, loyal part of your workforce."

Paul turned back to Lynne. "I assume you're an Xer, too?"

"I must admit to actually being a Baby Boomer," she responded, blushing. David rolled his eyes and wanted to grab an airsickness bag.

"So, Boomer, what's your story?" Paul demanded.

"Well," answered Lynne, "My generation is different from yours and David's. When you've had to vie with eighty million peers every step of your career, you're bound to be competitive. We were raised by parents who convinced us we could make the world a better place; as a result, we tend to be idealists. We came to the workplace with a strong desire to put our own stamp on things.

"Yeah, I've definitely locked horns with a few of you in my workplace," Paul confirmed with a nod of his head.

Lynne continued: "You have to put the generations in an economic context. The long economic expansion of the 1990s created a situation of almost full employment in the United States. David's generation was promoted rapidly and was offered more financial and job growth opportunities than ever in history. Rather than paying their dues for a number of years, they've been able to demand that companies adapt to their ways of doing things. This has created both a culture clash and a resentment backlash as the generations collided around issues of fairness and opportunity.

"At the same time, low unemployment levels created major staffing problems. For example, one of our clients who owns a box factory in Catawba City, North Carolina, complained to us in 2000 that his town's unemployment rate had dropped to .8 percent! Imagine trying to recruit a workforce to operate a noisy plant that smells like diesel fumes and rotten eggs when the same workers can find jobs at an air-conditioned mall for the same money -- and enjoy the scent of Mrs. Fields cookies!"

"Now hold on there," Paul interrupted. "Let's face it, as soon as our economy takes a nosedive, the younger generations are going to have to come begging for jobs."

"But that's only part of the picture," David countered....

There's a talent war out there. Because Generation X is just a little over half the size of...

Excerpted from When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work by Lynne C. Lancaster, David Stillman All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.